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Finance Training Courses

Client Testimonials

Real-world, practical application of statistical modeling; keeping theory at bay and business needs in the forefront.

Thanks Bernard and Iza. It was a very good course and I appreciate your work.

Shelly Kunkle - Michelin, North America

Market Forecasting

What did you like the most about the training?:

Trainer's subject knowledge was such that complex subjects seemed easy, and he genuinely inspired me with enthusiasm for the topic. My session worked out as 1:1, and it was a real privilege to get the benefit of such a high calibre of trainer in the context of personal tuition.

Harry Frost - Babcock International

Market Forecasting

What did you like the most about the training?:

Trainer's subject knowledge was such that complex subjects seemed easy, and he genuinely inspired me with enthusiasm for the topic. My session worked out as 1:1, and it was a real privilege to get the benefit of such a high calibre of trainer in the context of personal tuition.

Harry Frost - Babcock International

The Compliance and MLRO Refresher Programme

It was very good training, good pace, very comprehensive.

Excellent course content, delivered very well. Actually enjoyed the training and was a very good brush up of knowledge.

Trainer, Richard was very good

Lisa Johansen - PAYS Services UK Limited

Corporate Governance

Vajitha was engaging, very knowledgeable, clear and prepared

Cécile McNeil - Canadian Glycomics Network

Corporate Governance

She was very personable and presented a fluid delivery of the course material.

Audience
The course should be attended by staff handling all financial transactions, particularly the receipt and transfer of client funds and should include Managers and staff in:
Operational and Processing areas
Financial and Product Control
Sales, Marketing and Business Development
Treasury and Risk Management
Audit, Internal Control and Compliance
…as well as all Senior / Middle Management concerned about Financial Crime
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case Studies Examples
By the end of the course, delegates will be able to:
Understand the latest legislative and regulatory developments, at the national and international levels, on Financial Crime
Assess the impact of these developments on a bank’s strategy, regulatory-risk management, and client relations
Recognise “red flags” for new, rapidly changing, and forms of Financial Crime – and be able to react to them
Devise appropriate risk controls, compliance strategies, and early-detection mechanisms.
Understanding Money Laundering
What is Money Laundering?
Why does the international community need to combat Money Laundering?
The Criminalisation of Money Laundering – and how more crimes are now interpreted as Money Laundering
The expansion of Money Laundering: from drugs to corruption to terrorism
The Stages of Money Laundering
Types of products and services used by Money Launderers
Money Laundering techniques explained:
Placement
Layering
Integration
The International Community’s response to Money Laundering post-9/11
Combating Terrorist Financing (CTF)
OFAC: the Office of Foreign Assets Control – which has global reach
The US Patriot Act – which also has global reach
International Sanctions
Compliance with Anti-Money Laundering Legislation
The International Anti-Money Laundering Effort
The Financial Action Task Force (FATF):
FATF’s membership categories
FATF’s 40 Recommendations on Money Laundering
FATF’s guidance on CTF
UK Regulations and Legislation and how they have become the template for many countries’ legislation
The Problem of Offshore Finance and Tax Havens
Individual Banks’ / Companies’ Compliance Strategies
Internal Controls, Procedures and Policies
Arrangements required to combat Money Laundering
Compliance Monitoring
Cooperation with the Authorities and the Regulators
“Know Your Customer” Rules
Identification and Verification (ID&V)
Impact on Strategy, Client Relations and Human Resources
Recognising and Reporting Suspicious Transactions
Statutory Obligations
Internal reporting of suspicious transactions
External reporting procedures
Record-keeping
Document retention
Document retrieval
Money Laundering Detection Techniques
Prevention, Detection and Due Diligence
“Red Flags” on client transactions
Suspicious transactions
Early-Warning Mechanisms
Financial Intelligence
Profiling a company’s clients
Using the information companies have about their clients to try to predict who might be involved in Financial Crime
Bribery & Corruption
What are Bribery & Corruption?
The UK’s Bribery & Corruption Act 2010
N.B Although this is a piece of UK legislation its impact is truly global: it “catches” all UK companies’ overseas offices and all UK nationals working for companies outside the UK
Its offences and protections
Dealing with Financial Fraud
Recognising those clients most likely to become involved in Fraud
Recognising Types of Fraud
Detection, Red Flags and Early-Warning Mechanisms
Major Fraud Types
Payment Fraud
Plastic Card Fraud
International Trade Fraud – especially in Documentary Letters of Credit
Prime Bank Instrument Fraud and Ghost Money
…and, of course, fraud that is perpetrated by bank staff: Internal Fraud
Other Financial Crimes
Identity Theft and “Phishing”

The Compliance and MLRO Refresher Programme examines the key risk management issues and topics that are of vital importance in today’s highly-regulated environment. As well as being targeted at Compliance Officers, MLROs, MLCOs and other risk management professionals it is also aimed at members of senior management and board members keen to know more about what to expect from the risk control functions within their organisations. The Programme is lectured by subject-matter-expert from the UK.
The key learning objective of the Programme is to equip attendees with sufficient knowledge to assess objectively the adequacy of their organisation’s existing risk management controls and practices and to make appropriate enhancements.
Identifying and Evaluating Key Risks
Analysing the role of the Compliance Officer, the MLRO, the MLCO, Internal Audit and the Board
What makes an effective Compliance Officer?
Accountability of the Compliance Officer
Interdependencies with other control functions
Primary, secondary and on-demand compliance
The Compliance Officer’s Activities – and the support required
Designing and Implementing an Effective Compliance Framework including a Monitoring Programme
Analysing legal and regulatory rules
Identifying risks
Designing control and procedures
Generating management information
Creating an effective compliance culture
Monitoring
Compliance and Corporate Governance
Concepts in Corporate Governance and how these help manage risk
Whistle blowing
Role of the director
Creating an effective board
Differentiating the roles of the executive and non executive director
Creating and effectively utilising Corporate Governance committees e.g. Audit, Remuneration
Financial reporting and Corporate Governance
The Turnbull Report and effective risk management
The Latest Local and International Regulatory Issues Surrounding Compliance and Financial Crime Prevention
Issues in Compliance
Issues in Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF)
Issues in Fraud
Issues in Identity Theft
Issues in Phishing
Managing the Risk of Money Laundering
Offshore Issues, PEPs and EPs
Know Your Client (KYC) and Identification & Verification (ID&V)
A Risk-Management Approach
Case studies
Other Regulatory Risks
Information Security and Data Protection
Market Abuse and Insider Dealing
Bribery and Corruption
Sanctions
…and other types and Risks in on-shore and off-shore Banking
Human Factors in Risk Management
Understanding the importance of human error in procedures-driven environments
Common human factor problems
Steep authority gradients
Reliance vacuums
Dominant individuals
Identifying and addressing human factor issues
Developing an effective compliance culture
Criminal Abuse of Private Banking Services, Trusts and Corporate Services companies
Offshore companies and corporate services analysed
Offshore trusts and trustee services analysed
The criticality of fiduciary duty
Understanding commercial rationale
AML trust and company vulnerabilities
Examples of abuse
Case studies

Audiance
All staff who need a working knowledge of Compliance and the Management of Risk
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case Studies
Examples
Course Objectives
By the end of this course, delegates will be able to:
Understand the major facets of Compliance and the national and international efforts being made to manage the risk related to it
Define the ways in which a company and its staff might set up a Compliance Risk Management Framework
Detail the roles of Compliance Officer and Money Laundering Reporting Officer and how they should be integrated into a business
Understand some of the other “hot spots” in Financial Crime – especially as they relate to International Business, Offshore Centres and High-Net-Worth Clients
The basics of Compliance and the Management of Compliance Risk
Understanding Compliance and the Risk associated with it
What are important areas in 2012?
Who are the Compliance Officers’ and Money Laundering Reporting Officers’ Stakeholders?
Understanding and mitigating the risks of non-compliance
Creating and Managing a Compliance Risk Management Framework
Understanding a Risk-Management Approach
The impact on the business – positively and negatively – of creating a Risk-Management Approach
Compliance and Corporate Governance
What is Corporate Governance?
How does it interact with Compliance?
Who are the Stakeholders?
Corporate Governance principles
Management Committees
Codes and Guidelines
Corporate Governance and Financial Crime Prevention
Compliance Controls and Checks
What do the Regulators expect?
Creating a Compliance Monitoring Programme
Other Financial Crime considerations
Money Laundering and Terrorist Financing – a fresh look
Fraud
Data Protection and Information Security
Personal and Sensitive Information
Data Protection Policies
Bribery and Corruption
UK Bribery Act 2010
USA Foreign & Corrupt Practices Act
Other areas for consideration
Market Abuse and Insider Dealing
Sanctions
Financial Crime in International Business, in Offshore Centres and with High-Net-Worth Clients
Why do financial criminals target International Business, Offshore Centres and High-Net-
Worth clients?
What are the major risks in undertaking this business?
The Future
Where are today’s Compliance and its Risk Management hotspots…?

Audience
All Senior Management who need a working knowledge of AML / CTF and their prevention – and an awareness of the other relevant and current Financial Crime issues;
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case Studies
Examples
Course Objectives
By the end of this course, delegates will be able to:
Explain how AML and CTF might be prevented
Understand the major facets of AML and CTF as they apply to their companies and the national and international efforts being made to combat them
Define the ways in which a company and its staff should protect themselves against the risks of Money Laundering and Terrorist Financing
Detail how a company might become a target for Money Laundering and Terrorist Financing: and explain which “red flags” might help them to identify, prevent and report any (suspicious or actual) criminal activity
Understand some of the other “hot spots” in Financial Crime
Anti-Money Laundering (AML) and Countering Terrorist Financing (CTF)
Understanding Money Laundering and Terrorist Financing
What are AML and CTF: and how do they work?
The Criminalisation of Money Laundering and Terrorist Financing: and the types of crimes caught under the Financial Crime Prevention legislation
The expansion of Money Laundering from drugs to corruption to terrorism
The International Community’s response to AML and CTF
The International Community’s response to AML and CTF post-9/11
Especially the Financial Action Task Force (FATF):
Its membership categories (this can include a section on particular countries&rsquo membership)
Its 40 Recommendations for AML and a further 9 Recommendations on CTF
Its influence over domestic and international legislation
Compliance with Anti-Money Laundering Legislation
International Legislation and legislation applicable to the country where the course is being delivered
UK Regulations and Legislation (for comparison): principally The Proceeds of Crime Act 2002 (POCA)
Compliance Strategies
Internal Controls, Procedures and Policies
Cooperation with the Authorities and the Regulators
Know Your Customer (KYC) and Identification and Verification (ID&V) Rules
Impact on Strategy, Client Relations and Human Resources
Recognising and Reporting Suspicious Transactions
Statutory Obligations
Identifying suspicious transactions
Internal and external reporting of suspicious transactions
Money Laundering Detection Techniques
Prevention, Detection and Due Diligence
Early-Warning Mechanisms
The Future
Where are today’s hotspots…?
What next for AML / CTF…?
Other Financial Crime Hotspots
Fraud
Information Security
Market Abuse and Insider Dealing
Sanctions

Why should you attend?
We live and work in an increasingly global market which offers opportunities at every turn which we need to take. However, with those opportunities come increased competition and most of the complexities remain in place. Knowing the best ways to find and select the most suitable and competitive price for your product or services is crucial to the success and growth of any business. The knowledge, techniques and strategies that you gain during our training will enable you to increase profitability and effectiveness of your business.
Turning theory into practice:
The purpose behind this 1-day training course is to simplify and explain the successful strategies of pricing. You’ll leave our event more confident and more positive to continue and expand your business. We will provide you with the strategies and the best practice examples to improve and expand your knowledge about pricing and to make your plans and targets come true.
Who should attend?
This course is designed for sales managers, marketing managers, product managers, account managers, pricing analysts & managing directors. This course is also vital for executives who are new to pricing or who have limited experience of the subject.
Pricing of goods / services
Exploring the variety of pricing strategies
Managing pricing within product life cycle
Developing tactics that support pricing objectives
How to avoid price wars?
Price and Profit: the dangers of discounting
Price adapting and manipulating. Ways to make a price seem low
Price flexibility: key factors and ways of calculation
Choosing the right pricing strategy for your products and services on the local market
International Pricing Strategies
Understanding pricing in your specific markets from an international perspective
Differences in pricing the consumer goods on the international market.
Regional examples: Middle East, Eastern and Central Europe, Asia, North America.
Actual pricing situations in your markets. Pricing strategies relevant to you and your competitors.
Choosing the right strategy for your products and services across international markets
Benefits to you:
Getting essential knowledge and the most up-to date information about pricing strategies
Obtaining the right tools to increase and expand your business
Learning from the best practice of successful pricing strategies implementation will get your company into new markets and enable you to find new clients
Acquiring the best solutions and useful instruments relevant to your company/industry

The course covers issues related to foreign exchange risk management in the company. It shows how, using various financial instruments and foreign exchange analysis (technical and fundamental) can be almost completely eliminated in many cases, the negative impact of exchange rate fluctuations on cash flow and turnover of the main activities of the importer and the exporter (the core business).
Participants in the international currency market Forex
Relationships and dependencies between banks, brokers, marketers, exporters, importers and investors
Why to manage currency risk
Who should protect themselves against exchange rate risk
Examples of graphs (importer, exporter, manufacturer of domestic public tender)
Consultancy and currency speculation
Facts and Myths
Examples
Discussion of the corridor option
Practical examples
Annual Financial Plan
Business Plan of the commercial contract
Tender Offer
Ongoing monitoring (daily reports, etc.).
Brokerage services
About the Warsaw Commodity Exchange SA
Product range
Price conditions (spreads, commissions, fees)

The course has been created for business people exposed to risks related to currency exchange.
Importers, exporters, people sending monies abroad and all other people interested how the currency market works.
This course explains the workings of the Foreign Exchange Markets for information ONLY and does NOT provide Investment Advice!
Background
Understanding the Forex market
Factors influencing exchange rates
Foreign Exchange Risk
Spot Transactions and Forward Contracts
Exotic Contracts
Settlement and Delivery
Hedging and Risk Management
Regulation
Bank or Broker?

Audience
All staff who need a working knowledge of Compliance and the Management of Risk for companies doing business in People's Republic of China.
It can be tailored to deal with specific regional laws (e.g. company head-quartered in Germany but operating in China).
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case Studies
Examples
Course Objectives
By the end of this course, delegates will be able to:
Understand the major facets of Compliance and the national and international efforts being made to manage the risk related to it
Define the ways in which a company and its staff might set up a Compliance Risk Management Framework
Detail the roles of Compliance Officer and Money Laundering Reporting Officer and how they should be integrated into a business
Understand some of the other “hot spots” in Financial Crime – especially as they relate to International Business, Offshore Centres and High-Net-Worth Clients
The basics of Compliance and the Management of Compliance Risk
Understanding Compliance and the Risk associated with it
What are important areas?
Who are the Compliance Officers’ and Money Laundering Reporting Officers’ Stakeholders?
Understanding and mitigating the risks of non-compliance
Creating and Managing a Compliance Risk Management Framework
Understanding a Risk-Management Approach
The impact on the business – positively and negatively – of creating a Risk-Management Approach
Compliance and Corporate Governance
What is Corporate Governance?
How does it interact with Compliance?
Who are the Stakeholders?
Corporate Governance principles
Management Committees
Codes and Guidelines
Corporate Governance and Financial Crime Prevention
Compliance Controls and Checks
What do the Regulators expect?
Creating a Compliance Monitoring Programme
Other Financial Crime considerations
Money Laundering and Terrorist Financing – a fresh look
Fraud
Data Protection and Information Security
Personal and Sensitive Information
Data Protection Policies
Bribery and Corruption
UK Bribery Act 2010
USA Foreign & Corrupt Practices Act
Other areas for consideration
Market Abuse and Insider Dealing
Sanctions
Financial Crime in International Business, in Offshore Centres and with High-Net-Worth Clients
Why do financial criminals target International Business, Offshore Centres and High-Net-
Worth clients?
What are the major risks in undertaking this business?
The Future
Where are today’s Compliance and its Risk Management hotspots…?

Introduction to Structured Products
The purpose of the course is to provide delegates with an introduction to the Structured Products used in investment banking. On completion of the course all delegates will have a working knowledge of the subject and will be able answer
What are structured products?
Why issue them?
How do issuers and investors benefit?
How do you structure and price a range of derivative products?
What are the risks and costs of producing structured financial products?
What are embedded derivatives?
What are exotic options?
What are the pricing and hedging considerations?
Session 1 – Structured Products
What is a structured product?
Types of structured product
Asset back securities
Collateralised debt obligations
Collateralised mortgage obligations
The role of the special purpose vehicle
How to price structured products
What are the key risks?
Accounting for structured products
How to price a structured product
Session 2: Interest Rate Structures
Embedded options & swaps
Reverse floaters
Leveraged swap linked notes
Bonds linked to rates other than libor
Extendible and cancellable swaps
Embedded swaptions
Session 3 – Options Contracts
Introduction to options
Options terminology
Traded vs OTC
Option premium
Confirmation and settlement
Volatility
Pricing an option –
Binomial model
Black Scholes
Other approaches
The importance of the yield curve
Session 4 – Swaps contracts
Introduction to swaps
Swap definitions
Quality spread differential
Interest rate swaps
Currency swaps
Pricing interest rate swaps
Swap valuations
Model risk and the importance of pricing feeds
Confirmation and settlement
Counterparty credit risk
Collateral and collateral management
Session 5 – Introduction to Derivatives
What is a derivative?
Why are people worried about derivatives?
Key concepts
Arbitrage and the original purpose of derivatives – the mutual coincidence of wants
Benefits and uses of derivatives
Hedging and trading
Session 6 – Foreign Exchange
Banking book v trading book
Market conventions
Language of foreign exchange
The process of trading foreign exchange
Electronic and telephone trading
Dealing room controls
Currency terms
Session 7 – Forward Transactions
Introduction to forward contracts
Purpose of forward contracts
Pricing a forward contract and the importance of Libor
Documenting a forward contract
Introduction to the ISDA
Confirming and settling forward contacts
Session 8 – Futures Contracts
Introduction to futures contracts
The role of the futures exchange
The nature of futures contracts
The role in trading
Pricing a futures contract
Hedging with futures
The importance of margin accounting
Confirmation and settlement
Session 9: Equity Swaps
Fund management objectives
Using a swap with an equity price index
Example of cash flows of an equity swap
Total return swaps and other credit derivatives
Session 10 – What goes wrong in practice
Scenario modelling and derivatives
Bankers Trust
Barings
Allfirst
LTCM
Enron
Session 11 – Introduction to Advanced Topics
The management of interest rate risk
Introduction to collateralised instruments
Counterparty credit risk and derivatives
Legal risk and derivatives
Value at risk and Exposure at default
Loss given default and probability of default
Stress testing and liquidity risk
Scenario modelling
The impact of international accounting standards, IAS 39 and IFRS 7
Asset recognition and derecognition

This training is designed for anyone who is interested in the stock exchange and investment.
It intends to make people understand the technicalities with simple examples.
This course will explain how the stock exchange works in relation to the London Stock Exchange.
It guides you through the history of LSE and other Stock Exchanges. The participant will get familiar with financial site of LSE, how the share prices are calculated and what derivatives are and how the stock exchange is regulated by the government.
This course does NOT advise you what to invest in!
Exchange Markets
The need of price discovery
Demand and Supply
Types of Exchange Markets and their implementations
Short history of stock exchange
Stock Exchange and alternative markets
Stock Exchange Technicalities
Types of financial instruments
Shares, bonds
Derivatives
Shares
How share price is calculated
Types of shares
Demand and supply
Factors which may effect demand and supply
Market and net value
Source of income from shares
Dividends
Profit from sale
Gilts and Bonds
Derivatives
What are derivatives?
Risk hedge and speculation
Futures
Forward contracts
Options
Covered warrants
Indexes
How a value of indices is calculated
LSE indices
Stock Exchange and Regulation
How Stock Exchanges are regulated by government in the UK and the US
London Stock Exchange
Finding a stockbroker
Trading over the Internet

Audience
Newly-appointed Personal Lending Managers
Support staff responsible for gathering and interpreting information for the lending managers
Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made
Lending to Personal Customers – Consumer Lending – demands a high-level of skill in the assessment of individual lending proposals.
In many cases it has none of the sources of financial information traditionally associated with Corporate Lending – Balance Sheets, Profit & Loss Accounts etc. – and relies more on the trust and rapport built up between the customer and the lender.
By the end of this course lenders to Personal Customers will be able to:
Understand the process for assessing lending propositions from Personal Customers
Utilise that process to come to a logical decision to agree to the loan or to decline it with robust reasons
Manage and control a Personal Lending portfolio to ensure, as far as possible, that all loans are repaid in full. (Remembering that there’s no completely risk-free lending…!)
Build rapport with customers to (try to!) ensure that all their loans are fully repaid
Module 1
Analysis of Personal Lending propositions
What information must customers provide to us?
What extra information should customers provide to us?
How do we analyse that information to check its authenticity?
CAMPARI as a mnemonic for analysing Personal Lending propositions
Character: what do we know of the customer – for instance their track record with the bank and previous loan history
Ability: where are the repayments coming from – what “spare” cash does the customer have to finance loan repayment?
Margin: what is the correct interest rate for the lending – this is the “rent” that we are asking the customer to pay for our money and will reflect the appropriate degree of risk
Purpose: why does the customer want the loan – are they buying / financing a purchase that is acceptable to the bank and is the repayment period appropriate for this type of purchase?
Amount: how much does the customer want to borrow – are they contributing anything to the purchase prices or is the bank being asking to lend 100%?
Repayment: what is the repayment schedule – will the customer be able to maintain these payments for the duration of the loan?
Insurance: what security (collateral) would we expect to be offered – how easy will it be to prefect this security giving the bank the “Insurance” it wants?
Module 2
Interaction between Lender and Customer
Understanding behaviours
How is our behaviour developed by previous interactions (both inside and outside the bank)?
How is our customer’s behaviour also developed by many interactions
How can we ensure that we understand customers’ behaviours and, just as importantly, they understand ours…?
Effective Communication
What do we mean by Effective Communication?
How is Effective Communication affected by first impressions?
How is Effective Communication affected by different modes of communication: face-to-face / audio / e-mail / etc.?
Building (and maintaining) rapport
Understanding Emotional Intelligence in building (and retaining) rapport with customers – and, coincidentally, with colleagues…
Using Goleman’s 5 steps to Emotional Intelligence in customer interactions
Self-Awareness
Self-Management
Motivation
Empathy
Social Skills
The levels of rapport – and how we achieve them
The Berne model of communication – and its link to rapport
Interview techniques
Getting the right information
Checking the accuracy of that information in discussions
Challenging ambiguities (or information that seems to be incorrect)
Asking for alternatives / Offering alternatives
Effective Listening techniques
Module 3
Making the decision
How do we arrive at the correct decision?
Balancing “pros” and “cons”
Re-analysing the CAMPARI information then…
Structuring the lending
Setting up the loan to meet the optimal “shape” of the loan:
Optimal to the bank
Optimal to the customer
Creating the appropriate documents and getting them signed before advancing the money…
Insurance
What security does the bank think is appropriate for this lending?
Is the bank prepared to lend unsecured?
Why not…?
What security does the customer have to offer?
How does the bank perfect the security to ensure that it is adequately protected in the event of default?
…and Getting Repaid!
Setting up the appropriate monitoring process for the loan to ensure that repayment is always (as near as possible) on schedule
What actions do we need to take if the repayment deviate from the agreed schedule
At what stage do we start to worry…?
Module 4
Monitoring the Lending Portfolio
What regular monitoring processes should the bank have in place across the entire Lending Portfolio?
What are the early-warning signs that the bank should be looking for?
At what stage do these early-warning signs actually mean that the loan (loans!) are out-of-order?
Customer Interactions (revisited)
How does the bank communicate with the customer now that the lending is not performing as agreed (and expected!)?
How must that communication process change from the initial communication when the loan was being discussed?
Revised Interview Techniques
Negotiation Skills
What are the steps required to “negotiate” with the customer to get the best possible solution – both for the customer and for the bank…?
Understanding the IVCs (Inexpensive Valuable Concessions) and WAPs (Walk Away Positions) available to the bank in arriving at an agreement
Module 5
Bad and Doubtful Debts
How does the bank decide that a loan is now “Bad”?
What are the steps required now in trying to achieve repayment?
What has changed now with information in the original CAMPARI assessment?
What is the current CAMPARI assessment?
How can the bank learn from previous assessments which, with the benefit of hindsight, turn out to have been incorrect?
How should the bank re-schedule the loan agreement?
When should the bank begin to realise its security?
What legal recourse does the bank have in “forcing” the customer to repay…?
(Optional) Module 6
The course can also include the analysis and decision-making for small-business lending – for sole traders, partnerships and unincorporated entities
Including the assessment of the more-traditional sources of financial information through Balance Sheets, Profit & Loss Accounts, and Financial Forecasts

Audience
Staff requiring an understanding of financial statements including an awareness of the information contained within financial statements; how that information is presented; and how that information is interpreted
Staff who analyse financial information provided to them and arrive at reasoned decisions
Support staff responsible for gathering and interpreting information for lending managers
Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case-Studies and Examples
By the end of the course, delegates will be able to:
Interpret financial information presented by clients
Arrive at a reasoned decision for granting (or refusing) a client’s lending proposal
For Corporate Clients and Small Business Clients
Define an acceptable monitoring and control process for client activity once the lending has been granted
Understand how to structure a lending to give maximum available protection to the bank
Explain how to spot adverse client activity – deliberate or unforeseen – which may indicate problems in repaying the lending
Undertake the proper process to ensure that, a far as is possible, the bank’s asset – its lending – is repaid in full
Understanding Financial Statements
Balance Sheets:
How are they created?
What do the respective sections mean?
Where does the information come from?
Profit and Loss Accounts
How do they differ from Balance Sheets?
What information is included?
Where does that information come from?
Budgets and Cash-Flow Forecasts
Why are these so key in Lending Appraisal?
What do they tell a lending banker?
More-importantly what do they not tell a lending banker?
Analysing Financial Statements
Analysis of the trends and ratios in the financial statements covering:
Liquidity
Security
Profitability
Financial Management and Efficiency
What do these trends tell a lending banker and what do they not tell a lending banker?
Corporate and Small Business Clients
Analysis of Corporate and Small Business Client lending propositions
Understanding that different types of company need different ways of evaluating lending
Managing and monitoring the lending
Security:
Is it necessary?
What company security can we take and how do we take and perfect our security?

Audience
The course is suitable for all Senior Managers who require an in-depth, strategic understanding of:
Retail and Commercial Banking
Delivery Channels
Relationship Management: Bank to Customer; Management to front-line staff
Change Management
Format of the course
The course is delivered using a stimulating combination of:
Slide presentations
Facilitated Discussions and
Exercises and Case Studies
By the end of the course, delegates will be able to:
Explain the strategic elements comprising Retail and Commercial Banking
Define and understand in detail the integrated strategy requirements of:
Premises location and design
Delivery Channels – the different ways that customers can interact with the bank
Product creation, marketing and selling
Customer segments and experiences
Staff recruitment, training and performance development
Understand the process for developing new Products from need-identification through to delivery to clients
Explain the vital importance of all creating, developing and enhancing all relationships particularly:
The relationship between the bank and its customers
The relationship between the Bank’s management and staff in delivering excellent customer service linked to achieving targets
Apply the universally-accepted Change Management principles
Appreciate the “International Dimension” of Retail and Commercial Banking which customers demand in today’s highly flexible market-place
What is Retail and Commercial Banking?
Preparing a definition covering:
Premises
Products
Customers
Staff
Discussing how Retail and Commercial Banking also includes aspects of retail activity: taking ideas from shops, supermarkets etc.
Discussing how Retail and Commercial Banking Strategy Management applies across all delivery channels
Forward Planning to create a Strategy for Retail and Commercial Banking:
Understanding the logical process for creating a Strategy:
What we want to do; when we want to do it; and how we want to do it
What information do we need to gather on the “As Is” – the current position:
What is the bank’s existing Strategy (if any)?
How do we know how successful this existing Strategy is?
How can we identify the gaps – where is the shortfall in performance
What information should be gathered on the “To Be” – the preferred position in the future:
What might the constraints be – the limiting factors – to achieving success:
How is a Business Case prepared which helps justify the emerging Strategy to the company’s Senior Management? This will focus on:
Budgets
Critical Success Factors (CSFs)
Measurement
Continuous Management and Assessment
Delivery Channels
How do customers access our products and services?
How do customers want to access our products and services?
Are we flexible in meeting customers’ access needs?
What does the future look like for delivery channels?
The challenge created by the emerging involvement of Telecoms companies and Mobile Money and the radical change this may make (in fact, is already making in certain parts of the world) to the execution of retail payments
Branch Premises
Location of the branch
Physical location
Size
Competition
Customer traffic
Other factors such as availability of public transport and of car-parking
Design of the branch:
What should be included – what can be excluded?
What factors will entice customers in – what will turn customers away?
How should we move customers around inside the branch? What is customer traffic management?
How can we display our goods in the outlet – our products – in the most advantageous way
Other Delivery Channels
What other Delivery Channels do our customers expect us to offer to them
What are the strategic issues around providing this access to all our customers?
What will happen if we choose not to make one (or more) of these channels available to our customers?
Products
What are the factors in creating a product portfolio?
Understanding all the costs related to a product:
Production costs – including the effect on the bank’s balance sheet
Marketing costs – getting the product to the customers
Selling costs – persuading the customer to buy the product
Maintenance costs – after-sales service
Enhancement costs – making an existing product even better
Understanding the profit element linked to each product. How to know:
Which products make the most money – and should be retained
Which products make the least money – or make a loss – and should be deleted from the portfolio
What are the factors in defining a target market for each of our products – and then linking that to the Premises decisions on location and design?
Marketing – How do we tell our customers what we sell? Creating a Marketing Plan including factors such as:
Our product portfolio – differentiating between target markets
Branding – making our bank identifiable in a consistent way
Advertising – using all available (or required) advertising media such as:
TV, Radio and Cinema
Newspapers, Magazines and Flyers
Billboards, Posters and Direct Marketing
Merchandising – linking all the advertising and product literature consistently
Campaign Planning and Merchandising
Creating and Integrating Campaigns
Ensuring that each Campaign complements activity – and doesn’t compete with it
Creating and publishing (internally) an integrated Campaign Plan
Developing a process whereby departments use their Business Cases to “bid” for space and time to attract customers’ attention
Building the Campaign for maximum effect using the media outlined previously
Merchandising:
Again building on the learning to ensure:
Consistency – of message
Conformity – to company standards for literature and language
Uniformity – helping customers to navigate our literature
Legality – ensuring no contraventions of any “customer protection” legislation
Relationship Management: Bank to Customers
Who are our customers – and what do they expect from us?
Different types of customers – and their separate requirements:
Mass Retail – want fast, efficient and error-free access to products and services
Mass Affluent – in addition to fast efficient and error-free access to products and services want a more-personal service: a feeling that they are “special”
Small / Medium-sized Enterprises (SMEs) – a more-personal service feeling that their non-personal business is important to the bank
How do we differentiate between the different types of customers? Actually… Should we differentiate between different types of customer or should we treat them all the same…?
Defining the experiences we want our customers to enjoy when they contact us
How do we deliver these different experiences?
What differences in staff and staff training are required?
Customer Relationship Management:
The importance of Customer Relationships
The benefits of developing a Customer Relationship Management Strategy
A Customer Relationship Management framework
Integrating People, Processes and Technology
The Service : Profit Chain
Obtaining and Handling Customer Information
Customer Demands:
Stakeholder (Customer) Management
Stakeholder Engagement
Satisfying Stakeholders’ Demands
People Management
Creating and delivering an excellent Customer Experience
Understanding Ourselves and Others
Effective Communication
Motivation at Work
How do I get the very best from each customer interaction?
What do I need to do differently to ensure that my customers only want to deal with me?
Team Building
The stages of Team Building
The inevitable effects on performance levels through these stages
Coaching
Ensure clarity on what exactly Coaching is and how it is used
Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance)
Understand how learning shared can easily be transferred into a “commitment to action”
Coaching
Introduction to the GROW model
Consideration of all the factors required in effective Coaching
Introducing the House of Change: understanding the need sometimes to make things worse before they can get better
Building Rapport
Handling Conflict
What causes conflict?
The Phases of Conflict Handling
Thomas-Kilmann’s Five Conflict-Handling Modes – and how to apply them
Bridging the Gap
Selling Skills
Understanding the product(s)
Spotting a customer’s buying signals
Upselling Skills: what else do my customers need…?
Negotiating
When is not selling anything at all the best thing to do?
Staff Performance Management:
Creating Goals and Objectives
Managing Under-Performance
Performance Discrepancies
Managing Performance Standards
Feedback as a tool of Performance Management
Relationship Management: Managers to Staff
What is a “Way of Working”? What does it include?
How do we measure Staff Performance?
Goal and Objective Setting
Managing against those Goals and Objectives
Staff Development and Performance Management
Motivation: how do we get the best from our staff?
Delegation: how can we give our staff the chance to develop their own initiative to deal with customers
How do we ensure that our staff always deliver the best possible Customer Service?
How are the behaviours of our managers – the way they treat their staff – key in the development of our staff and their relationship with our customers?
Change Management
Understanding “Change” as a concept
The 9 Change Principles – and putting them into practice
Embedding the change
The emotional responses to change: how do staff receive, understand and implement the required change
The International Dimension
Who are our International Customers?
Do we (should we?) treat them differently from our domestic customers?
Extra issues of Know Your Customer (KYC), Identification & Verification (ID&V) and the international aspects of Financial Crime legislation
International aspects of:
Customer Service
Overseas Premises
Product Development
Money Transmission
Foreign Exchange
…and Import / Export for SMEs

This introductory course will provide participants with a first class and detailed working knowledge of the key financial markets, their purpose, function, main activities and their regulation. It is intended to be part refresher, part educational and part challenging so that all delegates will derive the maximum benefit from it. Feedback and discussion will be actively encouraged throughout the sessions which are intended to be interactive not just reactive and factual.
The primary function is to ensure that by completion, all course delegates will be much better equipped to deal with clients and their ongoing needs and to put into context the services and markets in which they are trading and participating.
The Global Capital Markets
What is a ‘financial market place’
Historical development of today’s global financial market
The role of the financial media
Structure of the major capital markets:
Exchanges, Clearers, Regulators
The modern day surge in global investment
The different types of ‘Stock Exchanges’
Where Stock Exchanges fit in today’s markets
US, European, Middle Eastern and Asian Stock Exchanges
Financial Markets Regulation:
Capital Adequacy Requirement
Basel I
Basel II
Basel III and its implications
Source for New Product Development
The Different Asset Classes and Their Markets
What is traded on Stock Exchanges today?
Equities – Common and Preferred
Bonds – Corporate and Government
Bonds – Fixed, Floating and Zero coupon, the Yield Curve
Money Market instruments
The currency markets
Why do investors buy them, and what makes them sell?
Income/Capital Gain
The relationships between the various asset classes
How Exchange traded and Over-The-Counter markets interrelate
Short Term Money Market
Certificates of deposit
T Bills
Commercial paper
Trade paper & BAs
Market norms and practices
Market participants
The Different Types of Stock Exchange investor
Investors
Fund managers
Hedge funds
Stock Exchange participants
Investment banks, Stockbrokers, Hedge Funds and Prime Brokers
Intra-market relationships – the buy and sell side of the industry
The Role of the Stock Exchange
Where are these products traded?
The importance of the OTC market
The past development of Stock Exchanges
The main Stock Exchanges in today’s markets
US, European and Asian Markets and their differing architecture
Asset classes traded on different Stock Exchanges around the world
The major Primary and Secondary markets
New York, Euronext, London, Shanghai, Hong Kong
The attraction of “listed” companies to investors
Using Stock Exchanges to pool liquidity and raise capital
Methods of Capital Raising
‘Floating’ the company – different methods
Clearing & Settlement
Settlement and settlement risk
The different Settlement Conventions in the major markets
Equities, Bonds and derivatives
The process for Derivatives Clearing
The Central Counterparty (CCP)
CCP services provided to Stock Exchanges
Margin
The security trade settlement process
Pre-settlement
Settlement
Potential problems – unmatched trades, delayed settlement, bad delivery
Stock Exchange Settlement Discipline
The ‘life cycle of a trade’– how the process links up from trade to settlement
The role of International Central Securities Depositories (ICSDs) and Central Securities Depositories (CSDs) – LCH.Clearnet, Euroclear,Crest, Clearstream International, the DTC
Custody
The role of Custodians in the Stock markets
Settlement and safe keeping
Income collection and Corporate Actions
Cash management and funding transactions
Additional services
Accounting
Stock Lending and collateral management
Trustee services
Valuation reports
Alternative Investments
What are Alternative Investments?
Structured products - Risks and returns
Hedge funds - Risks and Control
Venture Capital Valuation issues, Risk and Control
Private Equity/Angel Finance
The use of derivatives in Asset Management
OTC vs ETD
Types of Derivatives used in Asset Management
Futures
Options
Risks and controls associated with derivatives, including documentation, valuation and reporting issues
The Management of Quoted Equity Investment
The risks associated with acquiring securities
The risks associated with managing securities
Risk associated with corporate actions
Pricing of quoted equity investments
Major sources of risk
General controls within equity investment
Risks associated with international equity markets
The Management of Quoted Fixed Income Investment
The risks associated with acquiring and disposing of fixed income securities
The use of ratings and associated risk issues
The risks associated with pricing of fixed income securities
Risk and controls within the corporate fixed income processing
Risks associated with Government Securities
Sovereign risk ratings
The valuation of government securities
Risk and controls within sovereign bond processing
The Market and Credit Risks of investing in Global Market
Market risks
VAR calculations
Market risk modelling
Credit Risks
Measuring Credit risks
Global Market Risks
Money Market Risks
OTC Risks
Exchange risks

Audience
Corporate Lending Staff requiring an understanding of financial statements
All Managers requiring an awareness of the information contained within financial statements; how that information is presented; and how that information is interpreted
Corporate and Personal Lending Staff needing to analyse financial information provided to them – and arrive at reasoned decisions
Support staff responsible for gathering and interpreting information for the lending managers
Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case-Studies and
Examples
Understanding Financial Statements
Balance Sheets:
How are they created?
What do the respective sections mean?
Where does the information come from?
Profit and Loss Accounts
How do they differ from Balance Sheets?
What information is included?
Where does that information come from?
Budgets and Cash-Flow Forecasts
Why are these so key in Lending Appraisal?
What do they tell a lending banker?
More-importantly what do they not tell a lending banker?
Analysing Financial Statements
Analysis of the trends and ratios in the financial statements covering:
Liquidity
Security
Profitability
Financial Management and Efficiency
What do these trends tell a lending banker?
…and as before, what do these trends not tell a lending banker?
Corporate Clients
Analysis of Corporate Client lending propositions
Building expertise using a detailed Corporate Lending case study
Understanding that different types of company require subtly different shades of lending evaluation
Managing and monitoring the lending
Security:
Is it necessary?
What company security can we take?
How do we take and perfect our security?
Small Business Clients
As for Corporate Clients (see above)
Personal Clients
Analysis of Personal Lending propositions – understanding the criteria against which lending decisions are made (and which will differ between clients)
Building expertise through a series of detailed Case Studies on Personal Lending propositions
CAMPARI as a mnemonic to ensure that all aspects of the lending decision are fully considered
Analysing personal information (in the absence of Balance Sheets, P&L accounts etc.)
Making the decision; structuring the lending; and getting repaid
Monitoring the lending portfolio – looking for early-warning signs
Security:
Is it necessary?
What personal security can we take?
How do we take and perfect the security?